This training is the first of two workshop sessions designed for Discharge Case Managers and Patient Flow Managers in the NHS who are faced with unprecedented pressures that frequently translate into burnout. Building emotional intelligence, personal and team resilience is a key area for development as the systemic improvements and changes continue to unfold as the NHS recovers from the Covid-19 pandemic.

1. Leadership, emotional intelligence and
resilience training
Rosanna Hunt, Ph.D. CIPD Cert. ILM5
Claire Shields, ILM5
NHS Horizons, Coventry, UK
19th January 2023

2. 2 |
Welcome
Turn on live captions – click more options (3
dots) and mid-way you will find ' turn on live
captions
#2 Select ‘Turn
on live captions’
from the menu
#1 Click on the
3 dots at the
top

3. 3 |
AGENDA Introductions, course aims, getting to know each other
Breakout room discussions (in pairs)
Difficult conversations at work
Breakouts - groups of 4 (2+2)
Feedback - top tips for responding to difficult situations
Comfort break
Visible self-care and team support
How memory affects emotion - Peak-end theory
Breakouts - same groups of 4
Feedback - How do teams support?
Pledges: What am I (& we) going to try out from today's session?
CLOSE
10.30
12.30
11.25

4. 4 |
Ground rules
• Listen and be supportive - your personal journey
is really important
• Be open and honest – the impact of the
demands on health services is diverse
• Confidentiality - don't put individual and
department names on the Jamboards – we will not
record today’s session
• Share – listen and share how you can use the
learning to increase your and your colleagues'
ability to thrive at work
• Get stuck in and contribute!
• Capture your insights on the Jamboards

5. 5 |
How to use Google Jamboard
1. Click here to
add a new stickie
note
2. A new window will
pop up, type your
response here
3. Click save to post
your stickie on the
Jamboard for
everyone else to see.
We will post a link in the MS Teams chat box which will take you to Google Jamboard

6. 6 |
Jamboard survey
Mark on the scale
1 = not at all 10 = to a great extent
How well do you currently attend to
your self-care?
How connected do you currently feel to
colleagues at work?

7. 7 |
• 2 minutes each
• Introduce yourself if you don’t normally work together
• Tell your partner about a recent, challenging experience at work (it might be something you
observed, or experienced directly)
• Your partner should listen without comment for the whole two minutes
• Take notes on the Jamboard
• Keep your notes anonymous
• Aim for at least 3 stickies
• Lets see the Jamboard get busy!
Breakouts in pairs – 10 minutes

8. Individual resilience: The importance of
thriving out of work
Those who thrive out-of-
work show…..
80% better health
89% better thriving at work
38% more satisfaction with
how they handle incivility
Image source: Forests for wellbeing | Forestry England
What helps you to thrive outside of work?
Polarth, C. (2022)

9. Difficult conversations, stress and burnout
4-part cycle to civility
- Recruiting – hiring for civility
- Coaching – handling bad
behaviour
- Scoring – expressing
gratitude to peers who you
observe handling uncivil
behaviour
- Practicing – bringing down
the temperature of a tense
conversation Source: Frontline Work When Everyone Is Angry (hbr.org)
Polarth, C. (2022)

10. Image source: Angry Patients: Hints on How To Interact With
Them (projectheartbeat.com)
Difficult conversations /emotions at work
"2+2" - a technique for gathering
insights from storytelling
2 people share their stories of a
difficult emotion encountered at work
recently.
- How did you respond?
- What was the result?
2 people listen and note down their
insights from what they are hearing
on the Jamboard
Feedback your insights to the
storytellers then swop over

11. Feedback from the break-out rooms

12. Leading with visible self-care
- recognising when you are
approaching “fully baked”
and need to take action to
prevent burnout
- Those who do this…
Have employees who are 55%
more engaged
Are 53% more focussed and
likely to stay
Schwartz, T (2022)
How do you demonstrate self-care at work?

13. 9 early signs of burnout
• Basic activities like going to the supermarket feel
overstimulating
• You feel so overwhelmed that you started to cut out activities
you know are good for you (such as exercise or alone time)
• You have the Sunday Blues on a Saturday
• You're saying yes even though you're already at capacity
• You feel like you're running purely on fumes
• You find everyone and everything irritating
• Getting sick and being forced to shutdown for a bit sounds
a nice option
• You're suffering from Groundhog Day syndrome (everyday starts
to feel the same)
• You stubbornly stay up late because you didn't get any time to
yourself during the day

14. Workers who feel
connected to their
colleagues are three
times as likely to
report that they
maintained
pre-pandemic levels
of productivity
https://sloanreview.mit.edu/article/what-youre-getting-wrong-about-
burnout/?social_token=4df7d91cfd5e8fca190db7c686480995&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct
Feeling connected

15. Peak End Rule
Based on the work of Daniel Kahneman,
considered to be the founder of
behavioural science
Economics Psychology
Behavioural Science

16. What we experience and what we
remember are different

17. How context impacts
our experience
Did you hear the one
about the soldier, the
expectant mother and
the phlebotomist?

18. Peak End Rule
Adapted from Daniel Kahneman, Thinking Fast and Slow

19. Think about teams you have worked
How can team environments use this
to support each other?
Could you use the peak-end theory to
support each other better?
Record your insights on the Jamboard
Team resilience – how do teams support/fail?

20. Feedback from the break-out rooms

21. • What will you try out before the second
training session in two weeks?
• As a team?
• As an individual?
• Write it down somewhere visible
What shall we test out?

22. Actions/ideas from a previous cohort
• Set boundaries
• Attend to self-care
• Be kind & express thanks
• Debriefs /talk through issues
• Build trust /check-in/understand each
other
• Pick a highlight of your day

23. Our next session
DRAFT AGENDA
Breakouts – Difficult conversations/feelings at work - what did you trial and what worked?
Case-study examples – having learning conversations at work
Acknowledging the impact of structural forces - a review of the challenges faced by hospital discharge teams
Workshopping some scenarios (#Solving Together)
Support each other as we face these problems
Emotional intelligence and emotional granularity - key skills for service recovery
Breakouts – reviewing our ideas and the ideas from cohort 1
Reflections on where we now stand as a team
Contact us if you have a burning question for the group to work on together
Rosanna.hunt@nhs.net
Claire.shields3@nhs.net

24. Creating respectful, safe environments
“Patient and visitor code of conduct”
At kiosks on campuses and in offices, visitors are asked to sign an agreement
to adhere to the code of conduct, which formalizes the parameters and
expectations of their behaviour.
“Verbal templates”
Employees can use this to respond to someone’s incivility, which
includes: Either you stop [the problematic behavior], or [the result of the
behaviour]. For example, “Either you stop yelling at me, or it’s going to make it
harder for me to give your mother her meds.”
Impact
They have had more than 56,000 signed
agreements for the code of conduct — and
only four visitors have been asked to leave
since its introduction.
UMass Memorial Health, a health care network in Massachusetts, US